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对于组织能力的概念，我们可以将其分为三个主要组成部分来说明，其主要目的是为了确定什么样的组织可以实现或者不能实现其资源、过程以及它的优先权并将这三部分深深地扎根于其商业模式中。组织资源、过程以及其优先权这三部分为组织能够正确认识到其优势和劣势提供了一个很好的方法。

而资源主要是从物理角度描述了资源、过程以及其优先权这三部分的框架。它主要包括了所有的人，设备，技术，资金等。资源通常是可见的，灵活的而且是可测量的，因此他可以使管理人员自由地做出相应的计划。

而过程则是为相互作用、交流和决策提供了一个很好的概述。它可以投入各种资源并将其转化为产品，同时也使得服务具有更大的价值。当然，它还包括开发技术产品及其采购、资源配置以及员工发展的途径，而且所有这些都被一一实现。另外，过程可以是正式的也可以是非正式，还可以是组织文化。

但往往一个创新失败的原因都是因为在错误的过程中进行了管理的发展和执行。

The concept of organisation capability can be broken down into three groups of factors to determine what an organisation can achieve or not achieve: its resources, processes and its priorities (RPP) deeply rooted in its business model. The RPP provides a useful way to access an organization’s capabilities and weaknesses.
Resources represent the physical aspects of the RPP framework. It includes all the people, equipment, technology, capital and so on. Resources are usually visible, flexible and measurable thereby enabling managers to plan.

Processes provides an overview of the interaction, communication and decision making that transforms inputs of various resources into products and services with greater value. It also include the ways that products are being developed the techniques used in procurement, resource allocation, staff development and so on are fulfilled. Process can be formal, informal or organization culture.

But often the cause of an innovation's failure is that the wrong processes were used in managing its development and execution.

优先事项---Priorities

The third class of factors that affects what an organization can and cannot accomplish are the priorities embedded in its business model.' Employees at every level make prioritisation decisions. Senior executives decide to fund certain proposals to invest in new products, services, and processes, and not to fund others. priorities embedded in the business model often represent constraint — they define what the organization cannot do.

迁移能力---The Migration of Capabilities

In the start-up stages of a business, much of what gets done is attributable to its resources
particularly its people. Over time, however, the organization's capabilities shift toward its processes and the business model that defines what it can prioritize. As people work together successfully to address recurrent tasks, processes become defined. And as the business model takes shape and it becomes clear which types of business need to be accorded highest importance, priorities coalesce.

Culture is a powerful management tool. Culture enables employees to act autonomously but cohesively.
Hence, the location of the most powerful factors that define the capabilities and disabilities of an organization migrates over time—from resources toward visible, conscious processes and priorities, and then toward culture. When the organization's capabilities reside primarily in it> people, change is relatively simple to manage. But when the capabilities have come to reside in its processes and business model and especially when they have become embedded in culture, change can be extraordinarily difficult.

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